Management March 2014

Managing to achieve results

by Toronto Training and HR

March 2014

CONTENTS3-4 Introduction5-7 Leader or manager?8-9 What do effective managers do?10-11 Motivation and focus12-14 Unlearning some important lessons15-16 Management conversations17-18 Analytics-based decision-making19-20 Handling grievances21-22 Selling to your subordinates23-24 Goal congruence25-26 Self-awareness27-29 Pinpoint personality hazards30-32 Managing volunteers33-34 Neural networks35-36 Matrix management37-38 Collaboration overload39-40 Inappropriate knee-jerk responses41-42 Crisis management43-44 Appreciative Inquiry45-46 Issues for managers in Canada47-48 Managing at Google49-50 Conclusion, summary and questions

Introduction

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Leader or manager?

Leader or manager? 1 of 2

LEADERS• Visionary• Collaborator• Salesperson• Negotiator

Leader or manager? 2 of 2

MANAGERS• Captain• Analyst• Conductor• Controller

What do effective managers do?

What do effective managers do?

• The manager as juggler

• Managing change• Focus on the customer

and deliver objectives• Engage employees• Nurture and grow the

team• Communicate• Proactive decision-

making• Deploy resources

wisely

Motivation and focus

Motivation and focus

• Promotion-focused people

• Prevention-focused people

• When personalities don’t match

Unlearning some important lessons

Unlearning some important lessons 1 of 2

• Follow conventional wisdom

• The customer is always right

• Perception is reality• Always do your best• Stick with the facts• Bigger (more) is better• The boss is always

right• Don’t put things off

Unlearning some important lessons 2 of 2

• Workers demand empowerment

• There can be only one leader

Management conversations

Management conversations

• Two perspectives• Three components• Discussing the topic• Being concise• Leading the

conversation

Analytics-based decision-making

Analytics-based decision-making

• Recognize the problem or question

• Review previous findings

• Model the solution and select the variables

• Collect the data• Analyze the data• Present and act on

the results

Handling grievances

Handling grievances

• What good managers do

• Meeting with union representatives

• Essentials of a grievance fact sheet

Selling to your subordinates

Selling to your subordinates

• Confidence• Trust• Faith• Motivation• Enthusiasm

Goal congruence

Goal congruence

• Constructive• Destructive

• General principles for effective functioning

Self-awareness

Self-awareness

• The attention shift• Post-interaction

awareness• Identifying the triggers• Self-management

under pressure

Pinpoint personality hazards

Pinpoint personality hazards 1 of 2

• Are there things you do on a daily basis that have become automatic?

• What actions do you take regularly that you are rewarded for the most?

• What behaviours, if ignored, would cause the most trouble for you?

Pinpoint personality hazards 2 of 2

• Have you separated management behaviours from interpersonal behaviours?

• Do you like to manage the lives and behaviours of family and friends?

• In social situations, do you counsel, analyze and advise more than is necessary or even asked for?

Managing volunteers

Managing volunteers1 of 2

• Build on their passion• Give volunteers

meaningful work to do

• Get to know your volunteers personally

• Provide volunteers some perks

Managing volunteers2 of 2

• Be generous with praise and recognition

• Listen to volunteers and follow-up on their ideas

• Make it easy and make it fun

• Create a culture of acceptance

Neural networks

Neural networks

• The default network• The reward network• The affect network• The control network

Matrix management

Matrix management

• What is a matrix structure?

• What is matrix working?

• Drivers• Additional complexity• Clarity and flexibility• Modes of cooperation• Accountability and

control• The matrix mindset• The matrix skillset

Collaboration overload

Collaboration overload

• Definition• Pitfalls of improving

collaboration• Reducing network

overload by rebalancing collaboration demands

Structural concernsBehavioural concerns

Inappropriate knee-jerk responses

Inappropriate knee-jerk responses

• Appearing unapproachable

• Questions to ask oneself

• Checklist

Crisis management

Crisis management

• Consider the human factor

• Gather adequate information to support decision-making

• Act quickly and decisively

• Recognize you are your own worst problem

• Good information is essential to make decisions

• Act decisively

Appreciative Inquiry

Appreciative Inquiry

THE 5D APPROACH• Define• Discover• Dream• Design• Deliver

Issues for managers in Canada

Issues for managers in Canada

• Guarding against becoming obsolete

• Harness change through communication

• Keep up with workplace changes

• Handle reactions to change

• Train on new technology

• Focus on human resources topics

Managing at Google

Managing at Google

• Key behaviours demonstrated by the most effective managers

• Specific activities and best practice

• Feedback reports on a semi-annual basis

• Comments and taking action

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions

Management March 2014

Business

Transcript of Management March 2014